Introducing the Accelerator Program

Freeformers Academy injects young, diverse, digital talent into organisations on a structured, one-year programme. The objective is to creatively disrupt organisations with fresh thinking and new perspectives, enabling businesses to rapidly overcome inertia and reach the audiences of the future. The programme places selected individuals within businesses where change is needed most. These individuals are supported throughout with a structured Freeformers training programme.

We embarked on this journey in October 2016, 19 young digital enthusiasts ready to dive in and be the future workforce now.

Vision: The Digital Accelerator programme was positioned to radically change the ways of thinking across the business (Camelot & Freeformers), disrupting the norm. Using insight to uncover blockers and generate new ideas and solutions, solving business challenges to drive performance.

Programme: To get this radical change, the approach had to be radically different too. We had to start as we mean to go on! So right from the start of the programme, from the recruitment and onboarding, things have been done differently. We worked closely with Freeformers to help us make a shift and use a new approach with this programme. Freeformers mission is to create ‘the future workforce now’ ensuring that businesses don’t get left behind in the digital economy.

On 24th October the change programme began, starting with a two week Basecamp, an intense introduction into the business.

The accelerators took up roles in teams across the business, in: Gamestore, Digital. Data and Insight, Labs, IT, HR and Internal Communications.

The Accelerators were set out to positively disrupt the business. We spent 4 days working within our departments. But Friday was the key day for learning.

We worked on projects as a group, bringing their diversity of thinking and a digital approach to a range of business challenges (set by functions). We all individually made a difference within our teams/business areas, bringing fresh eyes and curiosity to help unearth blockers, and challenge the department to see things from a new perspective. We recognised that culture change and disruption is hard, so our expectation was not to make the change happen (this would be unachievable for 13 new starters) but to notice blockers, propose solutions, raise issues and keep challenging.